The presence of “manager” or “director” in your title does not make you a leader. Being a leader is not about officially holding the power to make a decision, supervising others while they do the grunt work, or making the most money. Leadership is a skill, not a role. Leadership is the ability to connect with those around you and shepherd a team toward a successful outcome, to see the bigger picture, and to do what’s right—not what’s easy. You don’t need a specific title to do that.(more…) Read More
As a company embarks on a journey of digital transformation and immense change, the expectations of IT leaders change as well. Two general archetypes have emerged, but in reality, individuals fall somewhere on the spectrum between the two extremes. Both archetypes can be extraordinarily valuable in the right situation. Each can also be incredibly ineffective when placed in the wrong context.(more…) Read More
How is it that some people can inspire us to strive for greatness while others turn us off?
For me, one of those amazing leaders was my high school biology teacher, Mr. Kaziersky. He knew how to engage, inspire, and motivate his students to achieve outstanding results. Our classes consistently outperformed our peers on AP exams and SATs. What was so remarkable was that he didn’t always have the best or brightest students. There was something about his approach and the learning environment he created that enabled us to thrive.
Let me know if this sounds familiar: You talk about empowerment with your staff, at skip levels, and at town hall meetings. It’s a concept you reinforce over and over again within your organization. And yet you still observe teams asking for permission in situations where you want them to make decisions and drive actions. You still find yourself as the bottleneck, giving tactical approvals on topics you don’t feel require your input.
There’s a good chance you’re the reason a culture of empowerment hasn’t taken hold.(more…) Read More
Business leaders are often compared to quarterbacks. A quarterback huddles up with the team before every play so players understand how to execute in an organized fashion. This comparison may work for some team leaders, but it no longer applies to IT.
Why? Because more and more IT functions are being outsourced: data centers, applications, development, help desk, and more. When your team is so decentralized, and often working around the globe, it is hard to huddle before every play.(more…) Read More
How is it that high-performing teams work so well? Is it something innate? Is it luck? Or is there a repeatable formula that results in outstanding team performance? The spoiler is in the title of this post! Leaders can produce superior results by consciously managing team dynamics to create ideal environmental factors for a team’s unique demands.
It’s all about giving teams what they need to thrive. Here is the model we use to determine what a given team needs to succeed.
As any good manager knows, a team infused with a strong sense of responsibility will produce a higher quality outcome. Instilling ownership across a team is more an art than a science. It is a transformation that requires a deliberate communication style, some leadership savvy, delicate execution, and patience.(more…) Read More
For the CIOs’ Perspectives on Digital Transformation study, IT leaders from a wide range of industries and organization sizes were asked about the nature of their ongoing digital transformations, progress along their journeys, challenges, and more. Based on their responses and our experience with clients, we have drawn the following conclusions about the state of digital transformations in 2018.(more…) Read More
For too many people, the concepts of “acting as a responsible CIO” and “taking risks” are mutually exclusive. A Traditional CIO is accustomed to a world where if nothing breaks, their job is safe. If they don’t touch anything, they can’t break anything. In this paradigm, taking risks is unwise.
In my opinion, rampant risk avoidance is the reason CIOs now lose their jobs at the second highest rate among the C-suite. Inaction—or maintaining the status quo—carries a much greater threat to the CIO (and the organization) than does taking an active stance and assuming the associated risks. In the digital age, where IT is the business, being CIO is like playing quarterback: if you stay in the pocket long enough, you will get sacked. You have to make a move.Read More
Sure, the first days in your role as CIO are critical. Advice abounds in books, blog posts, and presentations for how to approach your initial 90- or 100-day period. These recommendations are compelling and directionally sound. In reality, it’s rare when a CIO nails their first 100 days in perfect form. But that’s ok! The real issue is what you should do after the first 100 days are up.Read More